Improving Managerial Effectiveness with Versatility Concepts Guide
Improving Managerial Effectiveness with Versatility Concepts Guide
Improving Managerial Effectiveness with Versatility Concepts Guide
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<strong>Improving</strong> <strong>Managerial</strong> <strong>Effectiveness</strong><br />
<strong>with</strong> <strong>Versatility</strong><br />
CONCEPTS GUIDE<br />
Audience: Managers<br />
Type: <strong>Guide</strong><br />
Length: 31 pages<br />
Assessments Recommended:<br />
Self-Perception for Managers<br />
Multi-Rater for Managers<br />
Use: Self Study<br />
CONCEPTS GUIDE<br />
Incorporate into any Course<br />
Distribute as a take-away<br />
The <strong>Improving</strong> <strong>Managerial</strong> <strong>Effectiveness</strong> <strong>with</strong> <strong>Versatility</strong> <strong>Concepts</strong> <strong>Guide</strong> helps<br />
managers understand their own behavioral style, the behavioral style of their<br />
direct reports, and how styles interact to affect interpersonal relationships<br />
and productivity in the workplace. The <strong>Concepts</strong> <strong>Guide</strong> takes participants<br />
through the steps of understanding, observing, and learning how to deal <strong>with</strong><br />
human behavior. In the process managers will see how others perceive their<br />
behaviors and how both perceptions and behaviors can be adjusted to increase<br />
workplace performance.<br />
INTERPERSONAL SKILLS:<br />
ESSENTIAL FOR MANAGERS<br />
Four out of ten newly promoted<br />
managers will fail <strong>with</strong>in the first<br />
18 months 1<br />
Inadequate interpersonal skills are<br />
the main cause of leadership failure 2<br />
High managerial performance is directly<br />
linked to high interpersonal skills 3<br />
TRACOM’s <strong>Improving</strong> <strong>Managerial</strong><br />
<strong>Effectiveness</strong> <strong>with</strong> <strong>Versatility</strong> uses the<br />
popular and proven SOCIAL STYLE<br />
MODEL to develop the critical<br />
interpersonal skills needed for<br />
managerial success.<br />
(1) Manchester, Inc. Bala Cynwyd, PA. Survey of 836 HR<br />
managers on most common reasons newly appointed<br />
leaders fail.<br />
(2) Cutter Consortium. Arlington, MA. Why IT Leadership<br />
Fails.<br />
(3) Tracom Group. Highlands Ranch, CO. <strong>Versatility</strong><br />
Research Study.<br />
VERSATILITY<br />
<strong>Versatility</strong> is a measure of a person’s<br />
Image, Presentation, Competence,<br />
and Feedback; the areas that<br />
contribute to a person’s interpersonal<br />
skills. <strong>Versatility</strong> is a significant<br />
component of overall success;<br />
comparable to intelligence, previous<br />
work experience and personality.
<strong>Improving</strong> <strong>Managerial</strong> <strong>Effectiveness</strong> <strong>with</strong> <strong>Versatility</strong> CONCEPTS GUIDE<br />
BENEFITS<br />
n Manager will learn how their direct<br />
reports perceive their behaviors<br />
n Manager will be able to identify the<br />
SOCIAL STYLE of their direct reports<br />
n Manager will find out what adjustments<br />
to their own behavior need to be made<br />
in order to create a more effective<br />
relationship <strong>with</strong> their direct reports<br />
n Manager will develop an understanding<br />
for how to increase or decrease levels<br />
of tension to adjust productivity<br />
n Manager will discover how to gain<br />
respect from their direct reports<br />
n Easy-to-use format<br />
n Provides information on applying<br />
<strong>Versatility</strong> concepts<br />
INTRODUCTION<br />
n As a Manager, Why Is It Important<br />
to Learn About SOCIAL STYLE sm<br />
and <strong>Versatility</strong>?<br />
n How the SOCIAL STYLE MODEL <br />
Is Different<br />
n SOCIAL STYLE sm and <strong>Versatility</strong><br />
Work<br />
n Overview of This <strong>Guide</strong><br />
SOCIAL STYLE FUNDAMENTALS<br />
n Dimensions of Behavior<br />
n The “Say and Do” Standard<br />
n Predicting Behaviors<br />
n Behaving <strong>with</strong> Style<br />
SOCIAL STYLE MODEL<br />
n Connecting the Two Dimensions<br />
of Behavior<br />
n Showing Your Own Style<br />
n Unlocking the Keys to SOCIAL<br />
STYLE<br />
The TRACOM Group<br />
www.tracomcorp.com • 303.470.4900 • 1.800.221.2321<br />
TABLE OF CONTENTS<br />
TENSION MANAGEMENT<br />
n Tuning the Tension Channel<br />
n Tension: Motivator or Instigator?<br />
n Getting Run Over by Backup<br />
Behavior<br />
n Avoiding the Need for Toxic Clean-Ups<br />
VERSATILITY<br />
n Managing in the Third Dimension<br />
n Support and Respect - What More<br />
Could a Manager Ask For?<br />
n Gaining Support and Respect - One<br />
Step at a Time<br />
n Applying Versatile Managing